Performance appraisal (PA) remains one of the most observable talent systems in organizations, yet its influence depends on perceived quality & persistence. When employees view appraisal as impartial, valuable & aligned with clear goals, it can become a powerful lever for motivation (MOT) & performance (PERF). Conversely, when seen as perfunctory or biased, it erodes trust & effort. This research analyzes how performance appraisal (PA) practices impact employee motivation (EM) & job performance. Using survey based data from 148 employees across service sector & manufacturing firms, we model 03 core appraisal based dimensions—perceived fairness (PAF), developmental feedback (DF) & goal clarity (GC) & analyze their direct effects on motivation (MOT) & performance (PERF) & the mediating role of motivation. Reliability, factor, correlation, regression, ANOVA & mediation analyses indicate that high-quality, fair & development-oriented appraisals are associated with significantly higher motivation and performance (PERF). Motivation (MOT) partially mediates the relationship between PAF dimensions & performance (PERF). Practical implications for designing appraisal systems & avenues for future study are discussed.
Panchal et al. (Fri,) studied this question.
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